hong kong disneyland case study

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Hong Kong Disneyland

By: Michael N. Young, Donald Liu

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Publication Date: Oct 4, 2007
Discipline: Operations Management
Product #: 907M13-PDF-ENG

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Disney began internationalizing its theme park operations with the opening of Tokyo Disneyland in 1983, which is regarded as one of the most successful amusement parks in the world. Disney attempted to replicate this success in France, which is the largest consumer of Disney products outside of the United States. In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney's efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the particular problems that were encountered during the first year of operations. The stage is set for students to discuss whether Disney's strategic assets have a good semantic fit with Chinese culture.

Author Michael N. Young is affiliated with Hong Kong Baptist University. Author Dong Liu is affiliated with Georgia Institute of Technology.

Learning Objectives

This case is targeted toward senior undergraduate or MBA level students. The case provides examples of how multinational corporations, such as Disney, face problems when selling in different international markets. The case has specific examples of how Disney's theme parks translate, or must be recontextualized differently in the different markets - specifically North America, Europe and Asia (Japan and Hong Kong). The case can be used in international business, international marketing or strategic management courses.

Oct 4, 2007 (Revised: May 23, 2017)

Discipline:

Operations Management

Geographies:

Hong Kong SAR

Industries:

Amusement and theme parks

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Case Details

Hong Kong Disneyland: Where is the Magic?

Bennett yim , josephine lau, share: hong kong disneyland: where is the magic, wechat share.

Hong Kong Disneyland was the Walt Disney Company's third international theme park outside America, after Tokyo and Paris. From conception to opening, the government joint venture was subjected to the absolute scrutiny of the Hong Kong public. There was skepticism towards the equity of partnership and politicians alleged the administration of selling Hong Kong's interest cheap. Negative publicity plagued the Hong Kong theme park in its preparation leading up to the opening. Green groups asked the park to ban shark's fin soup from the resort's wedding banquet menu. District councilors accused Disney officials of discrimination for refusing to switch to the more environmentally friendly fireworks technology as used in California. Local unionists attacked the poor working conditions and long hours at the park. If those were only the tip of the iceberg, the ticketing fiasco during Chinese New Year hammered home the message – the Disney formula was not working. Given the nature of the incidents, it was questionable whether this was a case where antagonism of a foreign culture contained the magic of the Magic Kingdom, as it was claimed in Disneyland Paris. Interesting enough, both the Hong Kong and Paris theme parks had its chief replaced in less than a few months after the park's opening, if these corporate moves were anything but indicative. In September 2006, the Hong Kong theme park announced it had missed its first year attendance target of 5.6 million. Often criticized as the smallest Disneyland in the world, the Hong Kong theme park had been tipped as a “stepping stone” for the American company's entry into mainland China. If it was indeed to serve as a prototype for another Disneyland in China, it would be critical for the management of Hong Kong Disneyland to come up with a recovery plan and realign its strategy to improve its image, boost attendance and deliver its revenue target. This case can be used to explore what could be done to enhance the smooth delivery of the American fantasy in the alien culture of the Middle Kingdom.

Service Breakdown; Service Recovery; Cultural Adaptation; Theme parks; Disney overseas theme parks; Disney management

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Disney's Adventure in Foreign Direct Investment: A Case Study of Hong Kong

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Jenna Maffei

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This thesis analyzes the foreign direct investment in Hong Kong Special Administrative Region by the Walt Disney Company. Utilizing a unique cooperative partnership between the Walt Disney Company and Hong Kong Government, Hong Kong Disneyland represents a large service investment of the company in an attempt to penetrate the Chinese market. The case study of Hong Kong Disneyland as “greenfield” investment will evaluate the costs and benefits of introducing a large service product—initially produced in the home market (the USA) into the host market (Hong Kong SAR, PRC). Hong Kong Disneyland faced many challenges in penetrating the ‘amusement park’ market in Hong Kong, including tailoring the experience to a multi-lingual audience. But the larger challenge was adapting the product to the tastes and preferences of (predominantly) Asian customers. The thesis looks at the many aspects of this investment including the historical context of the host nation in order to evaluate it as a recipient of the unique American product; Disney had only invested this product in two countries prior to entering the Hong Kong market. Disney had to ‘go big or stay home’ and success was not and is not assured. The very metric—success—has to be evaluated from multiple perspectives: that of the firm, Disney; the home nation (the USA), and the host country (Hong Kong, PRC).

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Honors Thesis

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Barbara John, Christopher Agnew

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International Business, Economics and Finance, History

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"Disney's Adventure in Foreign Direct Investment: A Case Study of Hong Kong" (2014). Stander Symposium Projects . 424. https://ecommons.udayton.edu/stander_posters/424

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Project Finance pp 309–313 Cite as

Case 46: Hong Kong Disney Land Project

B Rajesh Kumar 2
First Online: 04 May 2022

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Part of the book series: Management for Professionals ((MANAGPROF))

In December 1999, the Walt Disney Company and Hong Kong Government entered into an agreement to develop Hong Kong Disneyland (HKDL), the US$3.6 billion theme park complex. Disney the multinational multimedia entertainment company have Theme Parks and Resorts as one of its business segment. The company owned and operated the Disneyland projects in California and the Walt Disney World resort complex in Florida. The company also earned fees and royalties on Tokyo Disneyland and Disneyland Paris. The Hong Kong Disney land project was developed on the northeastern end of Lantau Island. The agreement specified the development of project in three phases. The HKDL project is owned and managed by Hong Kong International Theme Parks (HKITP). The park was opened to visitors during September 2005. The ownership structure of the park is such that 53% is owned by the Hong Kong government and 47% by the Walt Disney Company. HKITP and Walt Disney decided to raise a HK $2.3 billion, 15 year, non-recourse term loan for construction of the theme park project. The provisions in the Disney’s proposal had 15-year final maturity for debt repayment and options for repayments to start as late as 3 years after opening of the park.

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Kumar, B.R. (2022). Case 46: Hong Kong Disney Land Project. In: Project Finance. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-96725-3_50

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Hong kong disneyland case study

The document analyzes Walt Disney's expansion strategies into international markets like Japan, France, and Hong Kong using a PESTEL framework to evaluate the political, economic, social, technological, environmental, and legal factors in each location. It finds that being supportive of the local culture and economy while maintaining Disney's high standards was key to success. Careful consideration of the social and economic conditions in Hong Kong in 2005 made it an ideal time and place for Disneyland's expansion into Asia. Read less

3. Walter Elias Disney (1901-1966) Roy O Disney (1893-1971) • Founded on October 16, 1923 as Disney Bros. Studios • Incorporated in 1938 as Walt Disney Production
4. Hero Walt Disney • Born on 5th Dec 1901 in Chicago Illinois • American film producer, director, screenwriter, voice actor, animator, entrepreneur, entertainer, international icon and philanthropist, well known for his influence in the field of entertainment during the 20th century (source : Wikipedia)
5. Assistant Hero Roy Oliver Disney • Born on 24 Jun 1893 in Chicago Illinois • While Walt was the creative man, Roy was the one who made sure the company was financially stable
8. The Walt Disney Company Reports Fourth Quarter And Full Year Earnings For Fiscal 2012 Source : http://thewaltdisneycompany.com/sites/default/files/reports/q4-fy12-earnings.pdf
9. The Walt Disney Company Reports Fourth Quarter And Full Year Earnings For Fiscal 2012 Revenues Media Networks Parks & Resorts Studio Entertainment Consumer Products Interactive 2% 8% 14% 46% 30%
10. Theme Park Chronological Source : http://cdn.media.ir.thewaltdisneycompany.com/2011/annual/2011-fact-book.pdf
11. Case Study, Question 2 Disney plans to make certain adaptation to its previous strategies to enter the European (Paris) and Japanese market. Do you agree with its decisions? YES, we agree with its decision!
12. Strategies LEGAL GOVERNMENT ENVIRONMENT ALLIANCES & SHAREHOLDINGS MEDIA & ENTERTAINMENT INDUSTRY ECONOMICAL TECHNOLOGY STATUS SOCIAL IMPACT
13. Competitive Strategy Current
14. Disneyland Tokyo Disneyland Paris Disneyland Hong Kong Political • Supportive • Supportive • Very supportive • Stable • Stable • Stable • Democratic • Democratic • Democratic • Government • NA • Monetary • Monetary support • Oriental Land: Land Land • Shareholdings 100% Infrastructure Infrastructure • Tax benefit Walt Disney: 0% • Government & • Government: 57% Public: 61% Walt Disney: 43% Walt Disney: 39% Disneyland Tokyo Disneyland Paris Disneyland Hong Kong Economic • Status • During the healthy • During the economic • During the healthy • Job economy, 1982 recession, 1992 economy 'remarkable Opportunities • Created 13,600 • Created 10,000 jobs time', 2005 • Tourism jobs 19% of which • 10 million additional • Created 18,400 jobs are full-time visitors • 1.4 million additional • 14 million visitors. visitors 3rd most visited theme park in the world in 2011
15. World GDP
16. GDP @ PPP by cities
17. Disneyland Tokyo Disneyland Paris Disneyland Hong Kong Social • Adore western • Similar culture • Modern asian culture • Pop: 11.6m • Pop: 7.03m • Pop: 12.79m • Culture • Japanese were eager • French were • Chinese are surveyed to Imperialism to accept everything angry, because accept of the American – Community American. In fact they believed it culture. Also they are Sensitive they insisted to have suppressed the fond of theme parks, nothing that was French before Disneyland Hong Japanese in individualism. Kong there are 10 Disneyland existing theme parks in Hong Kong and the rest of mainland China combined.
18. Economy and Social Factor
19. Disneyland Tokyo Disneyland Paris Disneyland Hong Kong Technological • Infrastructure • NA • The government • The government • Accessibility • High-end and up to financed the invested USD$7 million date technologies infrastructure of of land premium and are accessible and the park at USD$1.8 million in can be bought at an USD$400 million, infrastructure affordable rate. extended the Paris development which subway, improve include reclamation the motorway that and more land ran by the site. acquisition. Arranged for TGV • High-end and up to to stop at the park. date technologies are • High-end and up accessible and can be to date bought at an technologies are affordable rate. accessible and can be bought at an affordable rate.
20. Disneyland Tokyo Disneyland Paris Disneyland Hong Kong Environment • Climate • Warm and rainy in • Very cold and dry in • Sub-Tropical, cool • Land size summer, cold in winter winter. Cloudy half of and sunny winter. • Safety • 82 hectares the year Hot in humid • Disneyland considers • 1,950 hectares summer safety a very • Disneyland considers • 180 hectares important aspect in safety a very • Disneyland their operations. The important aspect in considers safety a fatality management is their operations. The very important operated so that fatality management aspect in their incidents are kept is operated so that operations. The under wraps; clearly incidents are kept fatality showing that Disney is under wraps; clearly management is focused on image first. showing that Disney operated so that is focused on image incidents are kept first. under wraps; clearly showing that Disney is focused on image first.
21. Disneyland Tokyo Disneyland Paris Disneyland Hong Kong Legal • Labor law • Is strict, and • There is no flexibility in • Salary grade for is and protects both France. The employers based on their Employment employer and are not allowed to education law employee rather dismiss employees as qualification. fairly. Therefore they want, which lead Therefore to have Disney's concept of to high cost in higher qualified staff "generally employment in France. Disney must be comfortable Disneyland has strict prepared to pay wearing uniforms, regulation of more. Therefore, obeying their employees of janitors, or front bosses and being employee’s liners may not be part of the team" appearance, no tattoos, well educated was accepted and no dying of hair. French enough to take on pursued well by the people are not satisfied the challenge of Japanese. with the restriction of "creating individual freedom, happiness" as a many organization centralised strategy protests against the of Disney. regulations.
22. Case Study, Question 2 Why?
23. the Why… 1) Complies with Hong Kong’s economic and social status in 2005. Hong Kong was ready for a theme park of Disneyland’s nature. 2) Enter the right country at the right time with local adaption and high forecast of domestic and international visitors. 3) Capitalize on how the community will respond to Disneyland in Hong Kong, and therefore forecast realistic profits
24. Summary • Social aspects play important role in this business industry • PESTEL is used to show the comparison on each aspects • Findings shows the 6 strategies (approach) to venture outside US (or internationalization) • Experience differentiation – quality service and efficient

Hong Kong Disneyland Case Study

Thank you for providing me with the opportunity to evaluate Disney and their international expansion, in particular, Hong Kong Disneyland. Disney’s international expansion over the past decades has been a mixture of successes and failures. When expanding globally, a corporation has to take into account many factors and work around the cultural, economic, and social differences for every region. Unfortunately, sometimes it is very difficult to satisfy and/or recognize all these factors. In the case study provided, insight was given on the ups and downs Disney faced during their global expansion and the different approaches that were taken. Here is a summary of the results: RESULTS SUMMARY Disney’s first attempt to expand globally was …show more content…

The question of why these two international expansion initiatives had very contradictory success rates began to arise. One can conclude that the failure of recognizing the cultural norms set in France were completely different than the ones in Japan. The French criticized the U.S. and their “American cultural imperialism,” which seemed to be present in certain aspects of the park in Paris. The extensive training programs, restrictions placed on the staff, and the ban of alcoholic beverages in the park were some of the things that the French did not agree on due to their traditions and customs. Disney’s strategic assets such as their products, practices and ideologies were interpreted differently between the U.S., France, and Japan. What seemed acceptable in the U.S., may have been perceived as invasive and totalitarian to the French. Disney did not give up on their global expansion, despite the fact that Disneyland Paris Resort didn’t go as well as planned. Their third attempt was in Hong Kong, China with the opening of Hong Kong Disneyland (HKD). Using Brannen’s concept of recontextualizing strategic assets, one could have concluded that HKD would have an advantageous position in undertaking the venture. The ideologies of foreignness and Disneyland was a big interest to the

Disney Land Shanghai - a Case Study

Similar problems occurred in Disneyland Tokyo, where management didn’t even think about the height difference of Asians and Americans, resulting in too high public phones for Japanese guests. Concluding it is clear that the American company originally tried to implement a standardization strategy, when launching theme parks in other countries, without taking the local culture into consideration. Country specific procedures and regulations, and different local customer preferences forced Disney to adapt features of the US theme park business model to the local markets.

Euro Disney: First 100 Days

The case “Euro Disney: First 100 days” talks about the issues faced by the Walt Disney Company when expanding to international borders. The case begins with the history of Disneyland and then describes the reasons behind its success and expansion to various states across the country. It then describes the success of Tokyo Disneyland, first Disney theme park outside America and the factors affecting it.

Euro Disney - Analysis of the External and Internal Environment

However, the opportunity should have not been ‘taken for granted’. Other cultural factors should have been analyzed to decide the positioning of Theme Park. Their prevalent mistake has been the failure to recognize the cultural differences between Americans and French people. Locating the Theme Park near Paris and acquiring agricultural land as well as imposing the U.S spirit undeniably negatively affects french citizens. The French peoples’ lifestyle deeply depends on the gratitude to their traditional agriculture. Thus, the land takeover by an American Company mainly does not provide pleasure to them.

Internal and External Factors: Disney Corporation

The Disney Corporation is a leading diversified international family entertainment and media enterprise with five business segments: media networks, parks and resorts, studio entertainment, consumer products and interactive media. (Disney Corporate, 2009). This company did not become one of the leading corporations in the world without hard work, an extreme dedication to the mission and core values of the organization, and the successful application of the four functions of management: planning, organizing, leading, and controlling. Many internal and external factors may have a direct impact on the four functions of management like: globalization, ethics, and innovation.

Disney Market Entry Strategy

The Walt Disney Company has seen their share of success in taking their parks and resorts into global markets. “60 years ago, the first Disney theme park opened, in California and was the brainchild of Walt Disney himself, who was motivated by the lack of entertainment options available to him and his two young daughters.” (Forbes, 2016). Disneyland California penetrated the market rapidly, and its popularity led to the opening of Disney World in Florida, followed by global expansion in Tokyo, Paris, and Hong Kong. Their latest expansion came in June 2016, on a 963 acres’ site in Shanghai, China (Xu, 2012). After one year in operation, Shanghai Disneyland is outpacing their most optimistic projections, and the park’s

External Analysis Of Disney Environment Analysis

Globalization is forcing all companies, large and small, to focus on a larger competitive landscape. For many companies hypercompetition arises and they are left with stunted growth while competing with other businesses across the globe. Fortunately, Disney has constructed one of the world’s most recognizable and beloved brands in the entire world. To understand the external environment in which Disney competes, we must first discern which market we wish to analyze. Disney owns a plethora of companies across an extensive list of industries including publishing, game production, retail, theme parks, and software. By far the two largest segments of Disney’s business are its parks/resorts and media networks; those will be

Who Is Walt Disney A Hero

In spite of the popularity of Disney’s iconic characters and the immersion into their world that park-goers experience, Disney’s expansion outside of the United

Euro Disneyland – Cultural Differences Between U.S. and France

As we know, Disneyland is very success in U.S. when the first Disneyland built in Anaheim, California on 17 July, 1995. After some debate about the site for a European theme park, Michael Eisner and Jacques Chirac signed a contract for the building of s Disney theme park at Marne-la-Vallee, a region of sunflower and sugar-beet farmland and small villages located twenty miles east of Paris (Janis, F., 1998, P.247). However, the European Disneyland was not as such success as they expected. This essay going to regards the main issues in opening the Euro Disneyland and compare the French cultural with American cultural by using Hofstede’s cultural Dimensions and Trompenaars ‘s cultural dimensions. This essay will then end by

Organizational behavior of HK Disneyland

Hong Kong Disneyland, opened to visitors in 2005, is one of the two largest theme parks in Hong Kong. It successfully brings magical experience of Walt Disney to all the visitors just like other Disneyland around the world.

Disney: Losing Magic in the Middle Kingdom

16116 Words

Three years after its opening in September 2005, Hong Kong Disneyland had yet to gather

Hong Kong Disney Land Market Segmentation, Target Marketing, Positioning, And Consumer Research Essay

Disney’s target market consists mainly of family-oriented Asian tourists, primarily those from mainland China, Taiwan, and Southeast Asia. The mainland China accounted for large number of incoming visitors. At the time of Hong Kong Disneyland’s establishment, Hong Kong already enjoyed booming business and tourism sectors, but the government believed that the latter would be invigorated by the creation of a then absent “family tourist” niche. Below are the

Case 2-1 Eurodisney

Culturally, Disney cannot force itself on another people, which in this case was the whole of the European continent. Disney promoted its product, the theme park, similar to that of Tokyo Disneyland believing Europe wanted their piece of “Americana”.

Euro Disney Case Study

The main problem of the Euro Disney was that all calculations made by Walt Disney Company were based on parks in the USA and Japan considering Europe as a mass of people rather than many countries with different languages and cultures. Americans see theme parks as a destination where you can stay between 4 and 6 days. In Europe, Euro Disney was seen as a part of the experience when traveling to Paris. The cost was also a problem for the park. A night in a hotel inside the park costs as much as a high quality hotel in the French capital. So, given that the park was located 40 minutes by car from Paris, visitors preferred to spend a night in the romantic city of Paris.

Disneyland In Hong Kong- Good Or Bad?

Disneyland in Hong Kong- Good or Bad? The aim of this essay is to discuss the advantages and disadvantages in having Disneyland coming into Hong Kong. Disneyland is a famous theme part, with outlets all around the world, including Japan, America and France. And now, Disney decided that the next theme part it is going to locate itself is Hong Kong- is how beneficial will it be to Hong Kong? The diagram on the left shows the proposed location of Disney land in Hong Kong. It will be situated at the west of Hong Kong island, in Penny?s Bay. Land reclamation will be used if extra land is needed for Disney to expand in the future.

Case Analysis of Hong Kong Disneyland

Hong Kong Disneyland was opened in September 2005 through a joint venture between the Walt Disney International and Hong Kong government. Disney has been on an international expansion since it first opened its park in 1980 in Japan and China being the most lucrative market, Disney decided to open the park in Hong Kong after selecting the city in the bidding process. The park was the first American park in Chinese territory.

Hong Kong Disneyland Harvard Case Solution & Analysis

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Disney began internationalizing its operations with the opening of the theme park Tokyo Disneyland in 1983, which is considered one of the most successful amusement parks in the world. Disney attempted to repeat the success in France, which is the largest consumer of Disney outside the United States. In 1992, they opened Disneyland Resort Paris , which is largely considered a much less successful than the park in Japan. This case forces Disney to open its third park outside the United States, Hong Kong Disneyland. It begins with a discussion of the experience of Tokyo and Paris, Disneyland, and then discusses the opening of Hong Kong Disneyland, including the structure of the transaction, and as operations, human resources and marketing have been adapted to the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and the specific problems encountered during the first year. The stage for the students to discuss Disney's strategic assets have good semantic agreement with the Chinese culture. "Hide by Michael N. Young, Donald Liu Source : Richard Ivey School of Business Foundation 16 pages. Publication Date: 04 Oct 2007. Prod. #: 907M13-PDF-ENG

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Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Solution Analysis

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Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Solution Analysis. Get Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Analysis Solution. Contact us directly at casesolutionscentre(at)gmail(dot)com if you want to order for Hong Kong Disneyland (A) The Walt Disney Perspective Case Solution, Case Analysis, Case Study Solution. Su Han Chan, Ko Wang, Mary Ho Less

Email us for Any Case Solution at: [email protected] Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Solution Analysis Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Solution Analysis. Our tutors are available 24/7 to assist in your academic stuff, Our Professional writers are ready to serve you in services you need. Every Case Study Solution & Analysis is prepared from scratch, top quality, plagiarism free. Authors: Su Han Chan, Ko Wang, Mary Ho Get Case Study Solution and Analysis of Hong Kong Disneyland (A) The Walt Disney Perspective in a FAIR PRICE!! Steps for Case Study Solution Analysis: 1. Introduction of Hong Kong Disneyland (A) The Walt Disney Perspective Case Solution The Hong Kong Disneyland (A) The Walt Disney Perspective case study is a Harvard Business Review case study, which presents a simulated practical experience to the reader allowing them to learn about real life problems in the business world. The Hong Kong Disneyland (A) The Walt Disney Perspective case consisted of a central issue to the organization, which had to be identified, analysed and creative solutions had to be drawn to tackle the issue. This paper presents the solved Hong Kong Disneyland (A) The Walt Disney Perspective case analysis and case solution. The method through which the analysis is done is mentioned, followed by the relevant tools used in finding the solution. The case solution first identifies the central issue to the Hong Kong Disneyland (A) The Walt Disney Perspective case study, and the relevant stakeholders affected by this issue. This is known as the problem identification stage. After this, the relevant tools and models are used, which help in the case study analysis and case study solution. The tools used in identifying the solution consist of the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis. The solution consists of recommended strategies to overcome this central issue. It is a Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] good idea to also propose alternative case study solutions, because if the main solution is not found feasible, then the alternative solutions could be implemented. Lastly, a good case study solution also includes an implementation plan for the recommendation strategies. This shows how through a step-by-step procedure as to how the central issue can be resolved. 2. Problem Identification of Hong Kong Disneyland (A) The Walt Disney Perspective Case Solution Harvard Business Review cases involve a central problem that is being faced by the organization and these problems affect a number of stakeholders. In the problem identification stage, the problem faced by Hong Kong Disneyland (A) The Walt Disney Perspective is identified through reading of the case. This could be mentioned at the start of the reading, the middle or the end. At times in a case analysis, the problem may be clearly evident in the reading of the HBR case. At other times, finding the issue is the job of the person analysing the case. It is also important to understand what stakeholders are affected by the problem and how. The goals of the stakeholders and are the organization are also identified to ensure that the case study analysis are consistent with these. 3. Analysis of the Hong Kong Disneyland (A) The Walt Disney Perspective HBR Case Study The objective of the case should be focused on. This is doing the Hong Kong Disneyland (A) The Walt Disney Perspective Case Solution. This analysis can be proceeded in a step-by-step procedure to ensure that effective solutions are found. In the first step, a growth path of the company can be formulated that lays down its vision, mission and strategic aims. These can usually be developed using the company history is provided in the case. Company history is helpful in a Business Case study as it helps one understand what the scope of the solutions will be for the case study. The next step is of understanding the company; its people, their priorities and the overall culture. This can be done by using company history. It can also be done by looking at anecdotal instances of managers or employees that are usually included in an HBR case study description to give the reader a real feel of the situation. Lastly, a timeline of the issues and events in the case needs to be made. Arranging events in a timeline allows one to predict the next few events that are likely to take place. It also helps one in developing the case study solutions. The timeline also helps in understanding the continuous challenges that are being faced by the organisation. Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] 4. SWOT analysis of Hong Kong Disneyland (A) The Walt Disney Perspective An important tool that helps in addressing the central issue of the case and coming up with Hong Kong Disneyland (A) The Walt Disney Perspective HBR case solution is the SWOT analysis. The SWOT analysis is a strategic management tool that lists down in the form of a matrix, an organisation's internal strengths and weaknesses, and external opportunities and threats. It helps in the strategic analysis of Hong Kong Disneyland (A) The Walt Disney Perspective Once this listing has been done, a clearer picture can be developed in regards to how strategies will be formed to address the main problem. For example, strengths will be used as an advantage in solving the issue. Therefore, the SWOT analysis is a helpful tool in coming up with the Hong Kong Disneyland (A) The Walt Disney Perspective Case Study answers. One does not need to remain restricted to using the traditional SWOT analysis, but the advanced TOWS matrix or weighted average SWOT analysis can also be used. 5. Porter Five Forces Analysis for Hong Kong Disneyland (A) The Walt Disney Perspective Another helpful tool in finding the case solutions is of Porter's Five Forces analysis. This is also a strategic tool that is used to analyse the competitive environment of the industry in which Hong Kong Disneyland (A) The Walt Disney Perspective operates in. Analysis of the industry is important as businesses do not work in isolation in real life, but are affected by the business environment of the industry that they operate in. Harvard Business case studies represent real-life situations, and therefore, an analysis of the industry's competitive environment needs to be carried out to come up with more holistic case study solutions. In Porter's Five Forces analysis, the industry is analysed along 5 dimensions. • These are the threats that the industry faces due to new entrants. • It includes the threat of substitute products. • It includes the bargaining power of buyers in the industry. • It includes the bargaining power of suppliers in an industry. • Lastly, the overall rivalry or competition within the industry is analysed This tool helps one understand the relative powers of the major players in the industry and its overall competitive dynamics. Actionable and practical solutions can then be developed by keeping these factors into perspective. 6. PESTEL Analysis of Hong Kong Disneyland (A) The Walt Disney Perspective Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] Another helpful tool that should be used in finding the case study solutions is the PESTEL analysis. This also looks at the external business environment of the organisation helps in finding case study Analysis to real-life business issues as in HBR cases. • The PESTEL analysis particularly looks at the macro environmental factors that affect the industry. These are the political, environmental, social, technological, environmental and legal (regulatory) factors affecting the industry. • Factors within each of these 6 should be listed down, and analysis should be made as to how these affect the organisation under question. 7. VRIO Analysis of Hong Kong Disneyland (A) The Walt Disney Perspective This is an analysis carried out to know about the internal strengths and capabilities of Hong Kong Disneyland (A) The Walt Disney Perspective . Under the VRIO analysis, the following steps are carried out: • The internal resources of Hong Kong Disneyland (A) The Walt Disney Perspective are listed down. • Each of these resources are assessed in terms of the value it brings to the organization. • Each resource is assessed in terms of how rare it is. A rare resource is one that is not commonly used by competitors. • Each resource is assessed whether it could be imitated by competition easily or not. • Lastly, each resource is assessed in terms of whether the organization can use it to an advantage or not. • The analysis done on the 4 dimensions; Value, Rareness, Imitability, and Organization. If a resource is high on all of these 4, then it brings long-term competitive advantage. If a resource is high on Value, Rareness, and Imitability, then it brings an unused competitive advantage. If a resource is high on Value and Rareness, then it only brings temporary competitive advantage. If a resource is only valuable, then it’s a competitive parity. If it’s none, then it can be regarded as a competitive disadvantage. 8. Value Chain Analysis of Hong Kong Disneyland (A) The Walt Disney Perspective The Value chain analysis of Hong Kong Disneyland (A) The Walt Disney Perspective helps in identifying the activities of an organization, and how these add value in Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] terms of cost reduction and differentiation. This tool is used in the case study analysis as follows: • The firm’s primary and support activities are listed down. • Identifying the importance of these activities in the cost of the product and the differentiation they produce. • Lastly, differentiation or cost reduction strategies are to be used for each of these activities to increase the overall value provided by these activities. Recognizing value creating activities and enhancing the value that they create allow Hong Kong Disneyland (A) The Walt Disney Perspective to increase its competitive advantage. 9. BCG Matrix of Hong Kong Disneyland (A) The Walt Disney Perspective The BCG Matrix is an important tool in deciding whether an organization should invest or divest in its strategic business units. The matrix involves placing the strategic business units of a business in one of four categories; question marks, stars, dogs and cash cows. The placement in these categories depends on the relative market share of the organization and the market growth of these strategic business units. The steps to be followed in this analysis is as follows: • Identify the relative market share of each strategic business unit. • Identify the market growth of each strategic business unit. • Place these strategic business units in one of four categories. Question Marks are those strategic business units with high market share and low market growth rate. Stars are those strategic business units with high market share and high market growth rate. Cash Cows are those strategic business units with high market share and low market growth rate. Dogs are those strategic business units with low market share and low growth rate. • Relevant strategies should be implemented for each strategic business unit depending on its position in the matrix. The strategies identified from the Hong Kong Disneyland (A) The Walt Disney Perspective BCG matrix and included in the case pdf. These are either to further develop the product, penetrate the market, develop the market, diversification, investing or divesting. 10. Ansoff Matrix of Hong Kong Disneyland (A) The Walt Disney Perspective Ansoff Matrix is an important strategic tool to come up with future strategies for Hong Kong Disneyland (A) The Walt Disney Perspective in the case solution. It Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] helps decide whether an organization should pursue future expansion in new markets and products or should it focus on existing markets and products. • The organization can penetrate into existing markets with its existing products. This is known as market penetration strategy. • The organization can develop new products for the existing market. This is known as product development strategy. • The organization can enter new markets with its existing products. This is known as market development strategy. • The organization can enter into new markets with new products. This is known as a diversification strategy. The choice of strategy depends on the analysis of the previous tools used and the level of risk the organization is willing to take. 11. Marketing Mix of Hong Kong Disneyland (A) The Walt Disney Perspective Hong Kong Disneyland (A) The Walt Disney Perspective needs to bring out certain responses from the market that it targets. To do so, it will need to use the marketing mix, which serves as a tool in helping bring out responses from the market. The 4 elements of the marketing mix are Product, Price, Place and Promotions. The following steps are required to carry out a marketing mix analysis and include this in the case study analysis. • Analyse the company’s products and devise strategies to improve the product offering of the company. • Analyse the company’s price points and devise strategies that could be based on competition, value or cost. • Analyse the company’s promotion mix. This includes the advertisement, public relations, personal selling, sales promotion, and direct marketing. Strategies will be devised which makes use of a few or all of these elements. • Analyse the company’s distribution and reach. Strategies can be devised to improve the availability of the company’s products. 12. Hong Kong Disneyland (A) The Walt Disney Perspective Strategy The strategies devised and included in the Hong Kong Disneyland (A) The Walt Disney Perspective case memo should have a strategy. A strategy is a strategy that involves firms seeking uncontested market spaces, which makes the competition of the company irrelevant. It involves coming up with new and unique products or ideas through innovation. This gives the organization a competitive advantage over other firms, unlike a red ocean strategy. Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] 13. Competitors analysis of Hong Kong Disneyland (A) The Walt Disney Perspective The PESTEL analysis discussed previously looked at the macro environmental factors affecting business, but not the microenvironmental factors. One of the microenvironmental factors are competitors, which are addressed by a competitor analysis. The Competitors analysis of Hong Kong Disneyland (A) The Walt Disney Perspective looks at the direct and indirect competitors within the industry that it operates in. • This involves a detailed analysis of their actions and how these would affect the future strategies of Hong Kong Disneyland (A) The Walt Disney Perspective . • It involves looking at the current market share of the company and its competitors. • It should compare the marketing mix elements of competitors, their supply chain, human resources, financial strength etc. • It also should look at the potential opportunities and threats that these competitors pose on the company. 14. Organisation of the Analysis into Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Solution Once various tools have been used to analyse the case, the findings of this analysis need to be incorporated into practical and actionable solutions. These solutions will also be the Hong Kong Disneyland (A) The Walt Disney Perspective case answers. These are usually in the form of strategies that the organisation can adopt. The following step-by-step procedure can be used to organise the Harvard Business case solution and recommendations: • The first step of the solution is to come up with a corporate level strategy for the organisation. This part consists of solutions that address issues faced by the organisation on a strategic level. This could include suggestions, changes or recommendations to the company's vision, mission and its strategic objectives. It can include recommendations on how the organisation can work towards achieving these strategic objectives. Furthermore, it needs to be explained how the stated recommendations will help in solving the main issue mentioned in the case and where the company will stand in the future as a result of these. • The second step of the solution is to come up with a business level strategy. The HBR case studies may present issues faced by a part of the organisation. Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] For example, the issues may be stated for marketing and the role of a marketing manager needs to be assumed. So, recommendations and suggestions need to address the strategy of the marketing department in this case. Therefore, the strategic objectives of this business unit (Marketing) will be laid down in the solutions and recommendations will be made as to how to achieve these objectives. Similar would be the case for any other business unit or department such as human resources, finance, IT etc. The important thing to note here is that the business level strategy needs to be aligned with the overall corporate strategy of the organisation. For example, if one suggests the organisation to focus on differentiation for competitive advantage as a corporate level strategy, then it can't be recommended for the Hong Kong Disneyland (A) The Walt Disney Perspective Case Study Solution that the business unit should focus on costs. • The third step is not compulsory but depends from case to case. In some HBR case studies, one may be required to analyse an issue at a department. This issue may be analysed for a manager or employee as well. In these cases, recommendations need to be made for these people. The solution may state that objectives that these people need to achieve and how these objectives would be achieved. The case study analysis and solution, and Hong Kong Disneyland (A) The Walt Disney Perspective case answers should be written down in the Hong Kong Disneyland (A) The Walt Disney Perspective case memo, clearly identifying which part shows what. The Hong Kong Disneyland (A) The Walt Disney Perspective case should be in a professional format, presenting points clearly that are well understood by the reader. 15. Alternate solution to the Hong Kong Disneyland (A) The Walt Disney Perspective HBR case study It is important to have more than one solution to the case study. This is the alternate solution that would be implemented if the original proposed solution is found infeasible or impossible due to a change in circumstances. The alternate solution for Hong Kong Disneyland (A) The Walt Disney Perspective is presented in the same way as the original solution, where it consists of a corporate level strategy, business level strategy and other recommendations. 16. Implementation of Hong Kong Disneyland (A) The Walt Disney Perspective Case Solution Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] The case study does not end at just providing recommendations to the issues at hand. One is also required to provide how these recommendations would be implemented. This is shown through a proper implementation framework. A detailed implementation framework helps in distinguishing between an average and an above average case study answer. A good implementation framework shows the proposed plan and how the organisations' resources would be used to achieve the objectives. It also lays down the changes needed to be made as well as the assumptions in the process. • A proper implementation framework shows that one has clearly understood the case study and the main issue within it. • It shows that one has been clarified with the HBR fundamentals on the topic. • It shows that the details provided in the case have been properly analysed. • It shows that one has developed an ability to prioritise recommendations and how these could be successfully implemented. • The implementation framework also helps by removing out any recommendations that are not practical or actionable as these could not be implemented. Therefore, the implementation framework ensures that the solution to the Hong Kong Disneyland (A) The Walt Disney Perspective Harvard case is complete and properly answered. 17. Recommendations and Action Plan for Hong Kong Disneyland (A) The Walt Disney Perspective case analysis For Hong Kong Disneyland (A) The Walt Disney Perspective, based on the SWOT Analysis, Porter Five Forces Analysis, PESTEL Analysis, VRIO analysis, Value Chain Analysis, BCG Matrix analysis, Ansoff Matrix analysis, and the Marketing Mix analysis, the recommendations and action plan are as follows: • Hong Kong Disneyland (A) The Walt Disney Perspective should focus on making use of its strengths identified from the VRIO analysis to make the most of the opportunities identified from the PESTEL. • Hong Kong Disneyland (A) The Walt Disney Perspective should enhance the value creating activities within its value chain. • Hong Kong Disneyland (A) The Walt Disney Perspective should invest in its stars and cash cows, while getting rid of the dogs identified from the BCG Matrix analysis. • To achieve its overall corporate and business level objectives, it should make use of the marketing mix tools to obtain desired results from its target market. Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

Email us for Any Case Solution at: [email protected] Email us for Any Case Solution at: [email protected] Note: This article is just a sample and not an actual case solution. If you want original case solution, please place your order on the Email. Please do check Junk/Spam folder of your E-mail for our reply, if not in Inbox.

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Hong Kong Disneyland: Where Is The Magic

Also, we provide the major takeaways from Disney ‘s entry into the South-East Asian market.

Hong Kong Environment By 1999, the year of Disney’s announcement, it was clear Hong Kong was in the throes of a recession for the first time in 20 years. Just two years earlier the Asian financial crisis swept through Hong Kong as reflected in the material drop in property prices and the 1998 contraction of the GAP from first quarter’s 2. 6% to 5. 1%, 6. 9%, and 5.

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7% in the following quarters resulting in an overall reduction of 5. %, nearly reversing in lull the growth observed in 1997. The pain was felt in all sectors of the economy. While wages stagnated, spending on superfluous wants dropped significantly Including tourism – Disney’s target sector In Hong Kong. Total spending dropped 2.

4% from 1997 to 1998 though unbound Visitors from China crept up 13. 1% over 1997. Nevertheless, China’s population was booming and Hong Kong was the beneficiary of their tourism dollars at a time Disney was excited to gain direct access to the fastest growing country In the world.

The American market for Disney was mature. They carefully managed the evolution OFF AT tenet theme parks In sun a way Tanat unlikely positional teem to Drank out Into growing markets with a seemingly seamless approach, which they observed in their successful Tokyo endeavor. Their proprietary theme park experience was an untapped opportunity in Hong Kong.

Theme parks in general were not in short supply in Asia in the late ‘ass, highlighting their popularity. Between 1994 and ’99 2,000 new parks were built in China alone.

Disney had the benefit of coming in with an established brand and product to take advantage of the popular theme park sector. Since the Disney name and all that moms with it were internationally popular and the notion of the American Dream was popular in Asia, the cultural and even language differences were thought to be largely inconsequential. Decision to Go Global The American market was stagnant which made expansion into global markets an attractive option.

Disney has great success operating as a holiday destination so setting up shop in a large city abroad filled with tourists would create a great potential market.

One of Disney’s boasted strengths was their ability to create a happy and magical place, where their guests can relive fond memories and become inspired. Disney has been very successful using architecture, landscaping, costumes, music, entertainment, attractions, merchandise and food to create exotic, fairy tale like, and adventurous atmospheres within one theme park at the same time.

The parks in America were extremely well managed and organized in which the guest routes throughout the park were pre-determined and the staff had been rigorously trained.

The company was confident with local research and hired expertise they could easily adapt for Chinese culture differences and have similar success as Tokyo Disney. The company planned to make a few modifications to Disney’s current management style to meet local expectations, such as architecture and menu items. Disney did not see Ocean Park as a serious competitor and therefore made few changes to their marketing plan. The park was established in 1977, and was marketed as a nature-centered park though performance was described as “lackluster” and “not aggressive enough” where advertising and product development were concerned.

Disney priced tickets at nearly double the price of Ocean Parks tickets and gave little incentive to travel agents for tickets booked. Target: Hong Kong After two vastly different experiences opening international Disney parks, an wineries venture into an Asian country was a given. Tokyo Disneyland had been extremely successful from day one with little demand for cultural assimilation; Disney was ready to open their own park in Asia. In the early sass’s Hong Kong was showing signs of recovery from the recession. In 2004, the economy experienced an 8.

% increase in GAP and in increase in local consumer spending and confidence. I Nat same year ten region also receiver an enormous under AT tourists a year, approximately 21. 8 million visitors with 12. 45 from mainland China. With the expansion of the Individual Visit Scheme (AVIS) the growing presence of the Chinese suitors could be counted on. It was a known fact that the Chinese enjoyed visiting theme parks from the massive number built throughout the mainland in the ass’s.

However, the only attraction park in the region was becoming outdated and was no longer viewed as a main attraction.

The region’s government was interested in Joining Disney in a Joint venture which would ease some of the financial concerns of company expansion. With the growing presence of Chinese tourists, one direct competitor, and involvement of the regional government Hong Kong was a very attractive market opportunity. Joint Venture Decision Entering foreign markets is accomplished via three major approaches: export/import, licensing, and/or foreign investment. Disney had experience with all methods prior to entering Hong Kong with varying degrees of success.

They have exported products throughout the world, used a licensing approach to enter Japan, and a direct investment approach to enter France/Europe. In deciding the entry mode to Hong Kong, past experiences may have contributed to selecting Joint venture as the best entry mode to Hong Kong. The overwhelming success of Tokyo Disneyland suggests licensing is not the best strategy. Disney was to able to fully capitalize on the success of Tokyo Disneyland. They only collected licensing fees, thus missing out on the opportunity to enhance revenues by limiting their stake to Just licensing fees.

The success of this entity was at least partially due to the ‘aspiration quality of American culture exhibited by the Japanese. Further analysis of past market entry experience suggested direct investment may not be the best option either. Disney chose direct investment when entering the European market being a controlling shareholder in the Euro Disney entity. Euro Disney found itself saddled with large debt struggling to survive. Unlike the Japanese experience, the French believed Disney was practicing cultural imperialism through its operation.

Needless to say the French do not share the same aspiration quality of American culture as the Japanese. In looking to Hong Kong, Disney had to look at these past experiences to find a happy medium between the success of Tokyo and the less successful entry to Europe. Thus a Joint venture with the government of Hong Kong was born. This entry mode allows Disney to share more risk, unlike Euro Disney, but also reap a greater benefit in the event Hong Kong proves to be as successful as Tokyo Disneyland.

The Joint venture setup with the Hong Kong government should, in theory at least, allow Disney to avoid the cultural missteps of Euro Disney while making entry smoother and paving the way to greater profits.

Having selected a Joint venture as the entry method, was their entry successful? The price to enter the park was nearly double the competition. Not necessarily a problem until you KICK at survey results snowing ?/U% AT respondents expected a lower admission price. Coupled with a poor commission structure for travel agents, Disney was off to a rough start once the park opened.

Even before the park opened there were problems. Public criticism was directed at the nature of the Joint venture; operating the park as a private entity with public funding was not well-received. Fire ant colonies were found throughout the property.

Testing of firework displays led to complaints from area residents and local officials. In response, Disney refused to use a less noisy system used in other Disney properties as they argued they were following local regulations. This inflexible approach led to animosity between the company and locals.

Additionally, packs of wild dogs were using the park as a location to scour for food leading to visitor safety encores. Attempting to learn from their experience in France, Disney endeavored to integrate local customs and practices into park design including using fend shut. However, the decision to offer sharks fin soup caused another problem.

Local conservationists argued this was a status symbol and not a local custom. They pointed to the competition not offering this delicacy as a good example.

Once the park opened, there were further issues. Reaching park capacity, turning people away and long queues were unforeseen operational issues resulting in further headaches for Disney. Despite looking to their past for guidance, taken as a whole, Disney’s initial entry into Hong Kong was not very successful. Lessons Learned Disney has numerous lessons to be learned from the opening of the Hong Kong theme park, some of which were available to them before making the Hong Kong decision based on their moves into other countries.

The common theme among these lessons is that Disney needed to better understand the context of their business venture before starting, throughout the implementation process and post opening. In the case of Disney and Hong Kong, the relevant context includes competition, purporting industries, the cultural setting, and understanding the target customers’ wants and measurement of satisfaction. The first lesson the Walt Disney Company learned while expanding into Hong Kong is to understand pricing structure.

Their main competitor, Ocean Park was more aggressive in sales on mainland China by offering better commission rates to travel agents. The university study showed expectations for adult pricing ranged would be in the range of HECK$200 – HECK$300 while the actual price was HECK$295 on weekdays and HECK$350 on weekends. This pushed potential guests out of the Disney market to lower priced Ocean Park.

The second lesson learned from the Hong Kong Disney expansion is a better understanding of the overall Honk Kong theme park marketplace. Disney seemed to De Telling Dacca.

I nee were not acting proactively towards employee nylon work conditions, green initiatives, animal rights activists and the “Disney Hunters” who brought to light inhuman labor practices. Disney spent a lot of time repairing its reputation from marketplace issues rather than projecting the Disney image to potential guests. The third lesson learned is an operational issue. Disney should have had smaller more manageable openings, leading to larger crowds.

Opening the park to maximum occupancy for a charity event was noble but created only downside risk to Disney operations.

They saw quickly they could not handle the crowds in every aspect. After the fact they basically blamed their customers believing the problems stemmed from a lack of understanding the flexible ticking system. The last lesson learned is for Disney to be more local in all regards. First, hire local high level managers to run parts of the operation. This could have avoided several issues like the Chinese New Year ticketing problem, management turnover, inspections and catering menu options.

Also, the Hong Kong people working on the project would not have felt they were being forced to manage to the Disney policies. In summary, Disney’s strategic decision to enter into the Hong Kong market via Joint venture with the government was a logical decision. Tapping into the China market, home to the worlds most populated country and a fast growing economy, Honk Kong Disneyland seem destined for success. However, as with past international expansions Disney faced a whirlwind of cultural, economic and management issues that tainted the original vision to spread Disney magic into South-East Asian market

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A Case of Hong Kong Disneyland

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Hong Kong Disneyland Case Study

Introduction The purpose of this paper is to analyze the Walt Disney Company and their expansion into Hong Kong with the theme park Hong Kong Disneyland (HKD). The Walt Disney Company was founded in 1923 by Walt Disney. It was a company founded upon as an entertainment experience for people of all ages starting out with short films and then moving into full length motion pictures. Since its inception the Disney Company has grown into a worldwide organization and is made up of four major areas.

Those areas are studio entertainment, consumer products, media networks, and parks and resorts. As of 2005 only two of these four areas were profitable, those being media networks and parks and resorts. Up until the opening of HKD, Disney had only four other theme parks throughout the world. The original park, Disneyland Resort, opened in 1955 in Anaheim, CA. The second park opened nearly twenty years later in Lake Buena Vista, FL and was called Walt Disney World Resort.

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In 1983 Disney went international opening up a park in Tokyo called Tokyo Disney Resort. This park was very successful and brought about the opening of Disney’s second international park in Paris called Disneyland Resort Paris, which opened in 1992 (Phatak p. 149-150). Disney Resort Paris was the least successful of the four parks for many different reasons, which leads us into the opening of Hong Kong Disneyland, which took place in 2005. Disney’s Strengths and Weaknesses As with any other company Disney has a long list of strengths along with weaknesses.

The strengths that Disney possessed in terms of the Hong Kong park is that it is the second the established park in Asia, the government is the largest stakeholder, potential for neighboring countries to fly in and visit park, has the lowest ticket price of all parks, the staff speaks English, Chinese, and Cantonese, and they took into account the Chinese beliefs and traditions (Phatak 152-156). The last strength listed, taking into account the beliefs and traditions of the Chinese is a huge factor in the success of this park. This is one area where Disney fell short in when it came to the park in Paris.

The major weaknesses that took away from the initial success of the park were the amount of visitors were below the initial target, the park was built in a small space which led to overcrowding, lack of rides and attractions (only 22- 18 fewer than any other park), the food poisoning case, and the debacle with the lunar new year (Phatak p. 155-158). During the lunar New Year HKD failed to take into account that the two days following this holiday were public holidays in mainland China therefore there was an influx of visitors on these days that the park could not handle.

They were forced to literally close the gates on thousands of people which caused a riot outside of the park. Disney’s Opportunities and Threats There were a number of opportunities that Disney would be able to take advantage of with the opening of HKD. Those opportunities were the growing population in around the area of Hong Kong and China in general, it would be a place that people in China and all of Asia would visit over and over again, the interest that the park would gain from the large population of children, and the “wow” factor that it would bring to the people of China.

With these opportunities also come threats. The threats that HKD faced were the fall of the world economy, the negative reviews of the conservative Chinese people, and the other local attractions that were already very popular in Hong Kong. The biggest threat in terms of the already established local attractions was Ocean Park. Ocean park had been rated as one of the top ten amusement parks in the world by Forbes magazine and essentially held a monopoly in Hong Kong as the only amusement park in the area (Phatak p. 53). Analysis of Disney’s Corporate Strategy Disney’s corporate strategy in regards to HKD was to provide a family oriented, entertainment atmosphere at an affordable price. Disney and all of its theme parks across the world symbolizes happiness and fantasy and the goal is to provide an experience like no other to all visitors of any of the parks. This idea was no different with the establishment of HKD. Aside from this worldwide perception that Disney has HKD sought to bring visitors for other reasons as well.

One of the main strategies was to offer this experience at a very affordable rate. The price for a one day was $295 in Hong Kong which is equivalent to $38 in the United States. Along with these low rates there were also many special offers that were constantly available to visitors. These offers included special rates for certain occasions, discounted rates for children and senior citizens and the ability to purchase packages through travel agencies. In fact HKD encouraged the purchase of tickets through travel agents and on their website.

They limited the number tickets that were able to be bought by walk up visitors to keep the wait to enter the park at a minimum. Another corporate strategy was the emphasis that Disney put on their employees or cast member as they refer to them as. Every employee that was hired was sent to the Walt Disney Park in Orlando for training to get accustomed to the expectations of a Walt Disney employee. Along with this extensive training each employee was required to speak multiple languages in order to cater to all guests that may be visiting the park.

With that being said the corporate strategy for Disney, and specifically that of HKD, does effectively reflect the SWOT analysis. The corporate strategy reflects that of its strengths while at the same time attempts to limit its weaknesses as much as possible. The corporate strategy is also in line with the opportunities and threats that Disney faced with the opening of HKD. The most important way went about facing the threats was to take into account the beliefs and traditions of the Chinese people.

By focusing on the little things such as the food that was served in the park, skipping the fourth floor in the hotels, in Chinese culture the number 4 is associated with bad luck, and constructing a ball room that was 888 square meters, the number 8 signifies good fortune, Disney showed they cared about the culture of the people this park was built for (Phatak p. 156-157). They even went as far as consulting a feng shi master in the layout and design of the park (Phatak p. 156). Considerations Raised in the Case Write-up

With the development and opening of Hong Kong Disney, Disney did an outstanding job of focusing on and understanding the different dimensions of the Chinese culture. With the experiences they had with their previous park in Paris, Disney was able to learn from their mistakes and understand that they would have to change the overall operating procedures to account for the different culture of the Chinese people. With Disneyland Resort Paris it seems that they essentially tried to build a park as if they were putting it in America and simply drop it into another country.

They quickly found out that this idea was not well received with the French people with the negative feedback that was received. The main issues were not with the physical nature of the park, but that of the rules and regulations that Disney Resort Paris had invoked. One of the major issues that came about with this park was the banning of serving alcoholic beverages (Phatak p. 150). In the French culture it is customary to drink with wine with almost every meal and the fact that the French people were not able to do this in an amusement park in their own country was an outrage.

Disney did not serve alcohol in any of its other parks and was very adamant about continuing this with Disneyland Resort Paris. For all intents and purposes Disneyland Resort Paris was a learning experience for Disney and it was very evident that they were not going to make the same mistake with Hong Kong Disney. By understanding the cultural dimensions of the Chinese people and adapting the park to the Chinese culture Disney was able to avoid many of the cultural issues it had experience in Paris.

With the exception of the Lunar New Year fiasco the majority of the issues that visitors had with the park were not culturally related. By making human resource management a major priority many of these issues were avoided. The extensive training that all of the employees went through, along with their knowledge of the culture already, it allowed for the visitors to feel like they were still in China, but yet still have a fantasy like experience with some American influence. Questions Asked in the Case

The culture differences that China offered were far different from those experienced with any other park that Disney had opened. In order for this park to be a success Disney had to address all of these differences and then some in order to make the Chinese people happy and ensure that they enjoy their time while at the park. Many of the major issues were addressed with the layout and construction of the park. However, one huge mistake, the Lunar New Year incident, led to years of negative publicity by the Chinese people.

That event had the potential to doom the park forever however; Disney was able to overcome it with promises that something like that would never happen again. Overall Disney did a pretty good job of achieving its goal of translating its strategic assets to the Chinese cultural context. They attempted to take into account the Chinese traditions and beliefs that seemed to mean the most to the culture and incorporate them into the park. This showed with the consultation of the feng sui master and eliminating the fourth floor of the hotels.

While these may seem like little things these are areas that could have led to the failure of the park if they were not addressed properly. There are many things that Disney could do to rescue the park from the negative publicity they were receiving. Some of the major issues that were behind this negativity was the how the staff was treating people and the size and lack of attractions at the park. Disney must show the Chinese people that they are actively working to improve these issues. One way is to continue to expand the park as much as possible and continue to add new attractions.

This is something that the people can physically see happening and it will allow them to see that Disney actually does care about what they think. Recommendations for What the Company Should do Next As previously mentioned Disney needs to continue to add to the park and create new attractions for the visitors. Hong Kong Disney must be a destination that people will want to visit over and over again. Not only do they need to continue to make improvements to the park, but they need to continue to sell the park as a vacation destination, not just a one day visit.

The more people that they can get to visit the park for more than one day the better off the park will be in the future. Another thing that Disney must do is continue to adapt to the Chinese culture while still providing an American flavor. While the Chinese people want to feel at home when they visit the park they still want to feel like they are in a fantasy land, as all people do when they visit a Disney theme park. Some people visit the park for the American feel they are able to receive. Finally it is very important that HKD continue to make human resource management a high priority.

Without the cast members, or employees, a Disney theme park is just another theme park with no real uniqueness. Many of the visitors come to see Mickey and all of the other characters and shows that are put on by all of the cast members. It is very important to keep this a staple of the operation and to continually train the cast members and make them aware how important they are to the success of the park. References Phatak, A. V. , Bhagat, R. S. & Kashlak, R. J.. (2009). International management Managing in a diverse and dynamic global environment (2nd ed. ). Boston: McGraw-Hill Irwin.

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Huge Disneyland expansion to add new rides, restaurants and hotels wins OK

Balloons appear in the foreground as people walk to and from a fairy-tale castle.

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Disneyland’s multibillion-dollar plan to reimagine and expand the world famous theme park has won the unanimous approval of the Anaheim City Council, opening the door for one of the region’s largest employers to add new attractions, shops and restaurants.

With a promise from Disney to invest $1.9 billion to $2.5 billion, the plan approved Wednesday marks a historic moment for the park, promising to give Disneyland its most substantial makeover since the 1990s , when it took action to add a park, California Adventure, and a downtown dining district.

The council voted 7 to 0 following an hours-long meeting that started Tuesday evening and ended in the early hours of Wednesday morning, with more than 200 people — including residents, Disney employees, city officials, business associations and union groups — weighing in on a plan expected to affect the city’s future for years.

“Tonight is a decision that has weighed very heavily on [my] mind,” Mayor Ashleigh Aitken said during Tuesday night’s meeting. “As someone that has been quite the vocal critic in the past of some of these projects, I’ve been really surprised in doing my due diligence and reading thousands of pages of documents that this project will bring a benefit to our community, not just in the near future, but decades to come.”

The plan is expected to pose a significant change not just to Disneyland but also to Anaheim as its political and financial future has been tied to the entertainment giant.

“When Disneyland grows, Anaheim thrives,” Aitken said in a statement. “Last night’s vote to approve the DisneylandForward Plan will benefit Anaheim for decades to come.”

The City Council decision also drew the attention of California Gov. Gavin Newsom on Wednesday, who said the investment would drive billions of dollars in revenue for the state and local community.

“Disney is making it clear that California is its home because we provide the welcoming and supportive environment where businesses want to expand and create more jobs,” the statement read.

In Anaheim, the meeting drew so many speakers that some complained there weren’t enough seats in the council chambers, and instead had to wait outside in the cold night air until they could address the council.

Known as DisneylandForward , the plan will give Disney the flexibility to redesign the resort, including Disneyland, California Adventure Park and the Downtown Disney business district into what Disney Global Development Vice President Rachel Alde described as a more “immersive” experience.

Although previous zoning rules restricted hotels, shops, dining, and attractions in their respective areas, the council’s action means the entertainment giant will be able to add attractions alongside, or as part of, those areas where hotels, shops and restaurants are located.

Disney’s investment could also mean millions of dollars more in tax revenues for the city, but some residents and members of the council also aired concerns about other effects that the park’s expansion could have, including raising housing and living costs in the Orange County city. During the meeting, however, elected officials said Disneyland’s promise to also invest more than $100 million for road improvements and affordable housing in Anaheim showed a commitment to the community.

“I do believe the success of [Disneyland] provides a really important way for us to build affordable housing, for us to invest in making our parks in every single district better” Aitken said. “It gives us those resources for police and fire and helps us improve infrastructure.”

Santa Ana, CA - April 16: Mai Vo and Zach Elefante of Magic United, a bargaining unit of 1,700 workers in the characters and parades departments at Disneyland Resort who have moved to unionize under the Actors' Equity Assn. Mai works in the characters department, and Zach works in the parades department. Photo taken in Santa Ana Tuesday, April 16, 2024. (Allen J. Schaben / Los Angeles Times)

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Councilmember Carlos A. Leon, said that although there were concerns, the plan included a major business investment in the city without costing taxpayers a cent.

“This proposal includes $1.9 billion of private investment into our city without bonds being issued, without taxpayer dollars or anything from the general fund being used,” he said. “I don’t know of any other private investment of that magnitude that can compete.”

The council’s vote provides initial approval of the expansion plan, with a second, procedural vote expected May 7. If approved then, the plan would require 30 days for changes to take effect.

The council’s action will lead to a series of amendments to zoning rules so that the entertainment giant can add new attractions alongside hotels on the west side of Disneyland Drive as well as rides and new shopping, dining and entertainment to the southeast on what is currently Toy Story Parking Area at Katella Avenue and Harbor Boulevard. The park will not expand outside its current 100-acre footprint , according to the plan.

Exactly what attractions or hotels would be built by Disney is still unclear , but Disney has hinted that attractions being built in parks in Tokyo, Hong Kong and Shanghai represent a possible “inspiration” for Anaheim.

In Tokyo, Disney is looking to build a Rapunzel-inspired land with gondolas. In Hong Kong, a themed section based on “Frozen” has been recently opened to resemble the Norwegian-inspired kingdom of Arendelle, with rides and a restaurant inside a castle.

Dubbed DisneylandForward, the plan is not specific about what exactly Disneyland plans to build, but it asks Anaheim to relax zoning rules and give Disney flexibility to construct new rides, hotels and stores alongside one another.

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Tuesday’s meeting drew hundreds of residents — both supporters and opponents of the project — some of whom stayed until early the next morning for the opportunity to speak and witness the council’s final decision. For those in favor, the project is seen as a jobs creator that will boost the local economy.

Kevin Rafferty, a Disneyland employee and longtime Anaheim resident, said that his parents met while working at Disneyland and that he and his wife met the same way.

“I’m so excited for what the future could look like for the Disneyland Resort in Anaheim,” he said. “Plus [the project] will provide millions of dollars in tax revenue and thousands of new jobs.”

But Disney’s plans, including a proposal to privatize public roads, also raised concerns from some who worried about the traffic impact on the community.

“We have to live with traffic jams on a daily basis, with road closures and detours at the will of Disneyland events as a bonus,” said Trangdai Glassey, who lives near the park. “People come to Disneyland to have fun, but the local residents bear the brunt of endless problems: air pollution, daily traffic congestion and noise pollution.”

Some residents also worried that the expansion could increase rents and the cost of living in Anaheim.

ANAHEIM, CA - March 18: With a view of Disneyland behind them, Disney fans wait in line to attend the debut of Disney California Adventure's "A Touch of Disney" food event at Disney California Adventure Park Thursday, March 18, 2021 in Anaheim, CA. This spans the entire DCA park and allows guests to eat, interact with characters and explore the grounds. A Touch of Disney, the new limited-time ticketed experience at Disney California Adventure Park which has sold out, takes place March 18 through April 19, 2021. (Allen J. Schaben / Los Angeles Times)

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The proposal includes a new 17,000-space parking garage, as well as three pedestrian bridges over Harbor Boulevard and two bridges over Disneyland Drive. The plan also asks the city to give Disney control over several adjacent public streets, including Magic Way, Hotel Way and parts of Clementine Street.

Disney executives have contended that the streets they are requesting to take over are already used mostly by visitors making their way to the park. It has proposed paying $40 million to Anaheim for the roads — part of a $90-million investment for street improvements near the park, including a plan to widen Katella Avenue.

In all, Disney has pledged to give the city more than $100 million for street improvements and affordable housing as part of the plan.

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Disney has contended that every billion dollars invested already could generate $253 million in economic output for the city, according to a report cited by the company.

According to a city staff report, an economic study on the effect of the expansion stated construction on new sections of the resort and theme parks would produce $11 million in tax revenue annually. Once it was operational it could yield $15 million annually.

But there was plenty of skepticism in the community. An online petition opposing Disneyland’s effort to take over some streets generated more than 500 signatures. Others were concerned that Disney, which already plays a dominant, outsized role as a power broker in the city, could increase its influence and impact in Anaheim.

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Some residents grew skeptical about city plans involving Disney after an internal report found a “potential criminal conspiracy” involving COVID-19 pandemic relief funds, former Mayor Harry Sidhu and the former head of the Anaheim Chamber of Commerce.

An FBI affidavit accused Sidhu of being part of a “cabal” of public figures that included a Disney power broker .

But Disney executives defended the plan, saying it could mean thousands of new jobs and millions of dollars in tax revenue for the city.

During the meeting, City Councilmember Natalie Rubalcava also raised concerns about whether the development agreement could block future taxes against Disney, but city staff said the city could impose new taxes, as long as they were imposed citywide.

Hotel transient occupancy tax revenue is Anaheim’s largest source of funding, a city spokesperson said, bringing in $236.3 million so far for the 12 months that will end in June.

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TRACY CA APRIL 6, 2024 - The Heirloom Direct Air Capture plant which pulls CO2 from the air, the nation's first commercial carbon capture facility on Saturday, April 6, 2024 in Tracy, Calif. (Paul Kuroda / For The Times)

Climate & Environment

New scientific interventions are here to fight climate change. But they aren’t silver bullets

Los Angeles, CA - April 19: People wait in line during the LA Times Book Festival at USC campus on Friday, April 19, 2024 in Los Angeles, CA. (Michael Blackshire / Los Angeles Times)

Poet Victoria Chang touches on feminism, grief and art at L.A. Times Festival of Books

April 21, 2024

California Gov. Gavin Newsom with first partner Jennifer Newsom, left, calls on a student from New College of Florida on Wednesday, April 6, 2023, during the governor's stop at the Betty J. Johnson North Sarasota Public Library in Sarasota, Fla. Newsom was critical of Florida Gov. Ron DeSantis over his attempt to transform the liberal arts college. (Mike Lang/Sarasota Herald-Tribune via AP)

Newsom calls out Republican abortion policies in new ad running in Alabama

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Hong kong disneyland case study
Hong kong disneyland case study
Hong kong disneyland case study
Assignment 1: Case Study Hong Kong Disneyland
Hong kong disneyland case. Hong Kong Disneyland: Where is the Magic
Assignment 1: Case Study Hong Kong Disneyland

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Hong Kong Disneyland Case Study
Hong Kong Disneyland Case Study. Discuss the elements of culture that have been addressed in this case study. The elements of culture addressed in this study include cultural values, beliefs, ways of thinking and rituals. Disney launched in Paris in 1992 and failed due to its cultural insensitivity, and failure to consider French cultural ...
Hong Kong Disneyland
It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong Disneyland, including the structure of the deal, and how the operations, human resources management and marketing were tailored to fit the Chinese cultural environment. The case also discusses the tourism industry in Hong Kong and ...
Hong Kong Disneyland: Where is the Magic?
Hong Kong Disneyland was the Walt Disney Company's third international theme park outside America, after Tokyo and Paris. ... Given the nature of the incidents, it was questionable whether this was a case where antagonism of a foreign culture contained the magic of the Magic Kingdom, as it was claimed in Disneyland Paris. Interesting enough ...
Hong Kong Disneyland Case Analysis Situation Analysis: (Maison
The paper argues that, under the globalized economy, state power is far from diminishing. I study how the Hong Kong Special Administrative Region government officials in 1999 developed "competition-development" discourse and "disappearing-world-city" discourse to persuade the public to approve the unequal and non-transparent Hong Kong-Disney deal for setting up the Hong Kong ...
Disney's Adventure in Foreign Direct Investment: A Case Study of Hong Kong
The case study of Hong Kong Disneyland as "greenfield" investment will evaluate the costs and benefits of introducing a large service product—initially produced in the home market (the USA) into the host market (Hong Kong SAR, PRC). Hong Kong Disneyland faced many challenges in penetrating the 'amusement park' market in Hong Kong ...
What Affects Theme Park Performance: A Comparative Case Study of Disney
What Affects Theme Park Performance: A Comparative Case Study of Disney Theme Parks in East Asia Abstract: This study aims to find out what are the critical reasons that result in the significantly different performance of Hong Kong Disneyland and Tokyo Disney Resort, and what experience and lessons that the new Shanghai Disneyland can learn from.
Workers' View on Indigenization of Theme Park: A Case Study in Hong Kong
Hong Kong Disneyland (HKDL) theme park which opened on September 12, 2005. The Disney Company and Hong Kong SAR (Special Administrative Region) of Peoples Republic of China entered into a joint private-public (PPP) partnership to form Hong Kong Disneyland (HKDL) which opened on September 12, 2015 (Higgins and Hugue 2015).
Hong Kong Disneyland
In 1992, they opened Disneyland Resort Paris, which is largely regarded to be much less successful than the park in Japan. This case explores Disney's efforts to open its third park outside the United States; Hong Kong Disneyland. It begins by discussing the experience of Tokyo and Paris Disneylands, and then discusses the opening of Hong Kong ...
(DOC) Hong Kong Disneyland: Case Study
Jacques Klick Hong Kong Disneyland Case Study Core Competences When disecting the various core competences that Disney holds over its competition, it is important to take note of the company's segments, and the relationships between these sections. Studio Entertainment, Parks and Resorts, Consumer Products, and Media Networks make up the ...
Hong Kong Disneyland: Where Is the Magic?
In September 2006, the Hong Kong theme park announced it had missed its first year attendance target of 5.6 million. Often criticised as the smallest Disneyland in the world, the Hong Kong theme park had been tipped as a ''stepping stone'' for the American company''s entry into mainland China.
Case 46: Hong Kong Disney Land Project
Hong Kong has emerged as a world class tourist destination. The project would generate sizeable public benefits. It was estimated that the Disneyland project had the potential to create 36,000 jobs and contribute HK$ 148 billion (US$19) billion directly into the local economy over a period of 40 years.
Hong Kong Disneyland Case Study Analysis & Solution
Step 2 - Reading the Hong Kong Disneyland HBR Case Study. To write an emphatic case study analysis and provide pragmatic and actionable solutions, you must have a strong grasps of the facts and the central problem of the HBR case study. Begin slowly - underline the details and sketch out the business case study description map.
Hong kong disneyland case study
Hong kong disneyland case study. The document analyzes Walt Disney's expansion strategies into international markets like Japan, France, and Hong Kong using a PESTEL framework to evaluate the political, economic, social, technological, environmental, and legal factors in each location. It finds that being supportive of the local culture and ...
Hong Kong Disneyland Case Study
1783 Words. 8 Pages. Open Document. Thank you for providing me with the opportunity to evaluate Disney and their international expansion, in particular, Hong Kong Disneyland. Disney's international expansion over the past decades has been a mixture of successes and failures. When expanding globally, a corporation has to take into account many ...
Hong Kong Disneyland Case Solution And Analysis, HBR Case Study
This case forces Disney to open its third park outside the United States, Hong Kong Disneyland. It begins with a discussion of the experience of Tokyo and Paris, Disneyland, and then discusses the opening of Hong Kong Disneyland, including the structure of the transaction, and as operations, human resources and marketing have been adapted to ...
Hong Kong Disneyland (A) The Walt Disney Perspective Case Study
The Hong Kong Disneyland (A) The Walt Disney Perspective case consisted of a central issue to the organization, which had to be identified, analysed and creative solutions had to be drawn to tackle the issue. This paper presents the solved Hong Kong Disneyland (A) The Walt Disney Perspective case analysis and case solution.
Hong Kong Disneyland: Where Is The Magic
order now. 7% in the following quarters resulting in an overall reduction of 5. %, nearly reversing in lull the growth observed in 1997. The pain was felt in all sectors of the economy. While wages stagnated, spending on superfluous wants dropped significantly Including tourism - Disney's target sector In Hong Kong. Total spending dropped 2.
(PDF) A Case of Hong Kong Disneyland
A Case of Hong Kong Disneyland ... Service quality in tourism: A case study of the 2001 study tour of Taiwan. In J. G. Peden & R. M. Schuster (Eds.), Proceedings of the 2005 Northeastern Recreation Research Symposium (Gen. Tech. Rep. NE341, pp. 318-325). Newtown Square, PA: U.S. Forest Service, Northeastern Research Station. SUBMITTED: July ...
PDF Research on marketing strategy: case study of Disneyland
Hong Kong Disneyland will be temporarily away from the real world, into the colorful fairy tale kingdom, feel the mysterious fantasy future countries and thrilling adventure world. The open of the Disneyland is in 2005, the establishment of Disneyland in Hong Kong greatly promoted the development of Hong Kong's tourism industry. 4 . 3.2 SWOT ...
Hong Kong Disneyland Case Study Analysis
1. This essay sample was donated by a student to help the academic community. Papers provided by EduBirdie writers usually outdo students' samples. Cite this essay. Download. The case of serving shark fin soup at Hong Kong Disneyland was chosen as a case study to summarize the arguments for and against. In fact, there are numerous arguments for ...
Hong Kong Disneyland continues to be a dream come true for employees
Twins Rodolf and Randolf Escalona were among the honorees at Hong Kong Disneyland Resort's inaugural long-service awards ceremony. The dancers have been performing at the theme park for 12 years.
Hong Kong Disneyland
As a case study to summarize the benefits and drawbacks, shark fin soup at Hong Kong Disneyland was chosen. In point of fact, there are a lot of reasons to serve shark fin soup at Hong Kong Disneyland or not, there is the political perspective words of Hong Kong's catering industry legislator Tommy Cheung can be summarized as Disney's direct insult to the Great Chinese culture and traditions ...
Case study Disneyland HongKong.docx
HBR Case: Michael N. Young; Donald Liu. Hong Kong Disneyland. Harvard Business Review. 2014. This Case study discusses the opening of Tokyo Disneyland in 1983, which is known as one of the world's most famous amusement parks. Disney began internationalizing its theme park operations with this opening. This case investigates Disney's plans to open Hong Kong Disneyland, the company's third park ...
⇉Hong Kong Disneyland Case Study Essay Example
Hong Kong Disneyland Case Study. Introduction The purpose of this paper is to analyze the Walt Disney Company and their expansion into Hong Kong with the theme park Hong Kong Disneyland (HKD). The Walt Disney Company was founded in 1923 by Walt Disney. It was a company founded upon as an entertainment experience for people of all ages starting ...
Disneyland gets OK to add new rides, restaurants, hotels
Disneyland's multibillion-dollar plan to reimagine and expand the world famous theme park has won the unanimous approval of the Anaheim City Council, opening the door for one of the region's ...

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Fern Fort University

Global Business Case Study | Authors :: Michael N. Young, Donald Liu

Cross-cultural management, Globalization

[10 Steps] Case Study Analysis & Solution

Step 2 - Reading the Hong Kong Disneyland HBR Case Study

Step 3 - Hong Kong Disneyland Case Study Analysis

Step 4 - SWOT Analysis of Hong Kong Disneyland

Step 5 - Porter 5 Forces / Strategic Analysis of Industry Analysis Hong Kong Disneyland

Step 6 - PESTEL, PEST / STEP Analysis of Hong Kong Disneyland

Step 7 - Organizing & Prioritizing the Analysis into Hong Kong Disneyland Case Study Solution

Step 8 -Implementation Framework

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